Monthly Archives: November 2013

Is “Direct Buy” Cheaper for You?

Just about anyone old enough to know how to use money is looking for the “best deal,” however defined at that moment. The best deal usually means getting more than expected for a certain outlay of money, or paying much less than the stated price for an item or service.

Anyone who has been to a few alleged “sales” knows that prices are often raised some time before the sale to give the appearance of a better deal than previously. Most people also understand that businesses are in business to make a profit and for the owners to earn an adequate living – or better. Some mark-up in price is expected. Most people, however, have no idea of how great that markup is, or how much it varies among different types of products.

One of the major companies – if not the major one – that has taken advantage of its knowledge that everyone is looking for a better deal has lined up deals with manufacturers to bypass retailers and to allow consumers to buy goods at prices that may range from 30 to 45 percent or more below retail prices found in other outlets. That company is Direct Buy, which is advertised on television and elsewhere as being the vehicle to give consumers the best deal.

How Do You Become a “Direct Buyer?”

Based upon this writer’s personal experience, becoming a member of Direct Buy requires that one call Direct Buy; make an appointment; come to a Direct Buy center; watch some videos; listen to a salesperson between videos; and, after that is done, meet across a table with a sales representative, fill out a survey, and, then sign a contract with Direct Buy.  The whole process can take up to a couple hours or so, depending upon questions, the salesperson’s skills, and one’s readiness to become a member (or not).

During orientation, prospects will be shown examples of price differences between regular retail prices, sale prices and Direct Buy prices.  At the end of the showroom presentation, prospects will be asked how much they expect to spend over the next five or ten years on purchases in order to establish some baselines for illustrating potential savings over those periods of time, which usually end up being tens of thousands of dollars.  The purpose of this to make the Direct Buy
option look even more attractive.  People undoubtedly start to think of these large numbers as “savings” instead of expenses, forgetting that tens of thousands of dollars will have to be spent before tens of thousands of dollars can be “saved.”  Without a careful analysis and some good planning, prospects can be caught up easily in all of this and find themselves going broke to save money.

In one of the videos, prospects are told that they will not be offered another chance to join later, and with some reasoning that comes close to defying logic.  In essence, it is just another part of the sales pitch to manipulate prospects to sign with Direct Buy today.

Inasmuch as this writer chose not to sit through a follow-up sales pitch and sign on the dotted line for a first, second or third level program, no information is presented here on sales tactics, other than that one can expect the usual in such situations that are reminiscent of pitches to buy other things on contract, such as time shares or related things.  Covering these tactics would require another discussion, which is not the purpose of this article.

Can You Actually Save Money by Joining Direct Buy?

It is this writer’s opinion that one can save money only if one has cash to join and one has the cash to purchase enough items with cash that one needs and would have purchased anyhow.  For example, someone who has just bought a house and needs to furnish most of it may save enough to more than pay for his or her membership in a short period of time – if all is done on a cash basis.

At the meeting attended by this writer, three plans were offered:  level one at $2,990; level two at $3,990; and level three at $4,990.  For the sake of simplicity, memberships can cost around $3,000 to $5,000.   A 30-day period of “free” membership is also offered, but the items to which it applies renders it to be very restrictive and hardly worthwhile to consider, but it obviously works for some, or it would not continue to be offered.  Question:  How long will it take to recover the cost of the membership in each situation?

In all probability, most of the people who join do not have the cash necessary  to make large purchases and are looking for a way to do this and save money, and are counting on Direct Buy to help them.

In most cases, those who join will have to take out a loan to do so, which will add substantially to the real cost of the program.  Since the variety of situations preclude giving examples of every one of them, suffice it to say that credit ratings, interest rates and payment time periods and the program joined will affect the total actual cost paid by the time that it is paid off.  Even after it is paid off, renewal fees will also have to be paid.

If people have to finance their memberships, they may place themselves in a situation in which, because of paying on this, they may have to wait awhile before they can qualify to borrow money to make a large purchase on which they hope to save a substantial amount of money.  Secondly, by financing their memberships, they start to lose any advantage that they might have gained by joining Direct Buy.   Depending upon a host of factors too numerous to review here, a $3,000 membership could end up costing much more – perhaps as much or more than the highest level membership that sells for nearly $5,000.  If that is the case, it’s also possible for the highest level membership to end up actually costing nearly twice that much as well.

When interest costs on credit cards or personal loans are added to the purchase cost of an item through Direct Buy, for which a membership has been or is being paid off, it is possible for one to end up spending more money than one would have been spent without joining Direct Buy.

A second factor comes into play here as well.  People who spend money to join Direct Buy in hopes of saving money will want to buy more than they can really afford through Direct Buy in order to justify their decision to pay a substantial fee to join Direct Buy.  This can result in more of going broke to save money.  People may end up buying things that they would not have bought under other circumstances.  Economists would call this a “distorted allocation of resources.”

Questions to Ask at a Direct Buy Presentation

Below are some suggested questions to ask if you decide to attend a Direct Buy presentation.  If you also conduct some internet searches on Direct Buy before you go to a presentation, you will undoubtedly have more questions than those listed below:

  1. What percentage of people finance their membership costs?
  2. If I have to finance my purchase and can pay only the minimum loan payments each month for the maximum period of time that Ican get, what will be the total cost of each of the programs? (Ask for examples of ranges of costs. Direct Buy people know this.  It is a matter of getting them to share this information.)
  3. Does Direct Buy provide financing for those who can’t afford to join on a cash basis? (If so, this is another money-maker for Direct Buy, besides the membership fees collected.)
  4. What percentage of people drop their memberships at each level?
  5. Alternative question:  What percentage of people renew at each level?

As an added measure of preparation for a Direct Buy presentation, conduct a search on the internet on Direct Buy.  You should be able to find a substantial amount of information that will help prepare you to ask more questions at a presentation, or perhaps convince you that the total overall cost compared to the advantages gained is not worth it to you.  You could conduct searches on “Complaints Direct Buy;” “Advantages Direct Buy;” “Disadvantages Direct Buy;”
“Consumer Reports Direct Buy;” “Scams Direct Buy;” “Actual Costs Direct Buy Memberships;” “Real Costs of Direct Buy Memberships;” or related searches.


Direct Buy can be made to “work” for consumers if they have the required cash to join; if they can buy through Direct Buy with cash; and if they actually need and were going to purchase something anyhow and, at the same time, the total savings exceed the membership cost substantially.

If consumers must finance their membership at any level, which probably means that they have to finance any purchases through Direct Buy as well, the chances to save money diminish quickly or never materialize in the first place.

Question:  Is it worth it?  Consumers will have to decide based upon their own circumstances and whether or not they can actually save money.  Those who aren’t good at mathematics should take a “numbers” person with them to a presentation to help them; not go at all; or do some homework on the internet before a meeting

Managing by Encouragement


At the risk of offending all business professors, management/leadership consultants and others who recognize differences between “leadership” and “management,” the title of this paper was chosen arbitrarily, because, in this case, one can lead or manage by encouragement. The concept works in either case – if handled properly.

As with most concepts, exceptions are out there, such as in the military, emergency services and other situations where immediate responses to orders and situations are mandatory, and where taking time to use encouraging words or actions could be dangerous to all concerned.

“Encouragement” as used here does not include flattery, false praise, overdoses of “positive thinking,” giving extraordinary recognition to ordinary accomplishments and the like. It is, instead, the use of words or actions that contribute to hope, confidence, security and support in the minds of employees.  It is a way to convey “I care….” or “The company cares….” to employees.

Managing or leading by encouragement does not mean that mistakes or shortcomings are overlooked when they become known; that employee discipline is never practiced; that leaders cannot be firm when and where necessary; or that employees’ feelings are placed above all else. Deadlines still have to be met; quality and quantity standards must be maintained; employees should not be allowed to harass other employees in any fashion; and mutual respect must be practised among all personnel. When problems occur in these or other areas, firmness and explicitness are right and necessary. At times, managers or leaders have no other choice but to put on their “game faces” and to deal with problems. Handled properly, it is possible to be firm and fair and not destroy persons as persons by dealing solely with the issues. It is important to carefully and clearly state the reasons for any actions taken.

At this juncture, a few words on “constructive criticism” may be appropriate.

Conventionally, the concept has manifested itself in the form of a supervisor talking to a subordinate privately (hopefully) and letting that person know all the positive things that that employee is doing, and then shifting gears to lower the boom on some area(s) of shortcomings, which usually ends up rendering all of the positive remarks for naught. The employee knows that something negative is going to be expressed at the end of the speech, and doesn’t fully absorb or appreciate any positive comments that precede the last part of the encounter.

Rather than go through all of the foregoing, it is better to deal primarily with the problem(s) that needs to be addressed, and to do so in a firm and fair manner. After this, it is time to encourage the employee and to express confidence in that employee’s ability and willingness to perform better or whatever is required to be done. Being consistent in how these situations are handled will also help to avoid accusations of favoritism.

One of the risks of emphasizing different styles of leadership or management is that it’s easy to forget that the bottom line is still the bottom line, and how it is reached may be immaterial at times as long as goals are achieved. In most cases, CEOs and stockholders are only concerned about results – not how they are achieved. In the short run, most companies can get away with about any style of leadership. In the long run, poor management and leadership will end up being self-defeating absolutely and relative to competitors.

 Can Anyone Lead or Manage by Encouragement?

No, everyone cannot manage or lead by encouragement. Theory X types will never make it in this arena unless they undergo some radical transformations in attitudes and actions. The autocratic, my-way-or-the-highway types, those with the Big Kahuna complex and those who feel that they must operate similarly in order to “win” against employees (as they see their role) can’t do this.

Control-oriented people – which include the types just mentioned – are not disposed or inclined to operate with encouragement being an integral part of their management philosophy. In fact, based upon this writer’s experience in recruiting, interviewing, training and supervising nearly 1,000 people, plus analyzing labor-management problems for dozens of CEOs and writing a book about control-oriented people and those whom they control (Controllers & Rollers: Do You Control Or Roll?, Thinc Corporation, Batesville, Mississippi, 2006), control-oriented people are basically insecure and generally unwilling and incapable of managing or leading by encouragement. However, if they get the results that they want, they probably aren’t concerned about how they got them.

Not only are some people incapable of leading or managing by encouragement, but the philosophy of their company may be totally contrary to this. Some companies have set themselves up by past practices (i.e., ineptness, dictatorial practices, etc.) to preclude being able to lead or manage by encouragement.

For example, if management has not been pro-active on a consistent basis, employees may have built up a significant amount of resentment, as well as resistance to management directives and perhaps even to incentives offered by management. An attempt to practice managing by encouragement in this situation is likely to be perceived as mockery and as being meaningless.

Why Bother to Try to Manage by Encouragement?

If nothing seems to be working as it should for a company, and if a variety of other management/leadership styles have been tried and found to be wanting, why not try this?

In order to make this work, a supervisor or a company cannot move from autocratic to “encouragematic” overnight. Employees who have been accustomed to a certain style of management and expect it every day will have difficulty believing such a radical change. They might even suspect that they are being set up for something and, consequently, they will be slow to respond to change.

In the long run, once management by encouragement has been initiated and performed consistently, the results will show up in improved horizontal and vertical relationships; reduced tension on the job; and improved morale and more, all of which will ultimately have a positive effect on the bottom line.

Is this pie in the sky stuff that looks good on paper but doesn’t work on the plant floor? No. it can and will work if implemented correctly, with appropriately trained people in leadership positions. This writer used this approach to turn around a 20-office district successfully, moving it from the lowest 15 percent among 28 district offices in a region to the top 15 percent in one year in terms of percentage increases in business volume and net profits.

Obviously, taking over a district that had been run somewhat poorly made it easier to improve by making only the slightest changes, but much effort was expended in changing training materials and approaches; emphasizing mutual respect, regardless of job, economic or social standing, and education; and presenting all of this with enthusiasm and passion. The benefits of the team approach and the financial benefits to all were also presented, and repeated from time to time in the context of the “why” and “how” of achieving district goals. Leadership or management by encouragement can also help to minimize problems that require employee discipline, and lessen the need to discipline employees.

What’s the Best Way to Begin to Manage by Encouragement?

If little or nothing has been done heretofore that is representative of management by encouragement, an employee survey – preferably conducted by an independent consultant to enhance the appearance of objectivity – can be given to determine problem areas. It is very important to explain the nature and purpose of the survey before it is administered, in order to ensure as much objectivity and participation as possible. This action also conveys an attitude of care by the company for how employees feel about things, which itself is a part of managing by encouragement.

As a caveat for surveys, care should be taken to avoid double questions, since it will be impossible for anyone to determine which item within a question was the subject of the response for good or ill. Secondly, every survey should have a category of “Don’t Know” as a possible response. This serves to indicate the quality and frequency of communication within an organization. The category of “Does Not Apply” (or “Not Applicable”) is distinctly different from “Don’t Know” in meaning. Thirdly, value-laden terms should be defined, or questions should be stated in such a way as to clarify what is meant by terms such as “good,” “bad,” “weak,” “strong” or other value-laden terms. When such terms are not defined, every respondent applies his or her own definition.

A good survey should show both strong and weak areas in an organization; where and how employees are upset; the quality of the leadership of the organization; and other problems that need to be addressed. Additional meetings may be needed with employees to clarify the nature of some responses and the intensity of feelings about some matters. One way to begin this is to have an open-ended section at the end of the survey where employees can say anything that they feel still needs to be said. (For more on surveys, see this writer’s article entitled, “Conducting an Organizational Survey of Employees.”)

After a thorough analysis of the results, the organization should establish a priority list to address problems and let the employees know what it plans to do to correct problems. This itself is a start toward managing by encouragement. Positive action by organizational leadership will provide a boost in morale. This will have to be followed by retraining supervisory personnel to adjust their styles of leadership and to be consistent in doing so. Employees who have worked in discouraging environments will watch leadership personnel closely to see how “real” the change is.

The results of the survey can also be used to determine where changes need to be made in orientation and training and in supervisory training. In some cases, changes may need to be made in supervisory personnel.

Maintaining the Right Atmosphere

Maintaining an atmosphere of managing by encouragement is pretty much an “all or nothing” deal.  Once initiated, consistency of attitudes and actions must be maintained.  All people in leadership positions have to be “on board” with this philosophy.  One weak link can sabotage an entire organization, since employees can and will talk with each other about such matters.  A substantial change in company culture may be required.  (See “Using ‘Company Culture’ for Motivation & Control” by this writer for more on this.”)

This is the time for genuine leadership, not “controllership,” which is usually manifested by people who are somewhat insecure.  Identifying controllers vs. leaders and moving supervisory personnel from controllership to leadership may require some work.  (For more information on this, see this writer’s article entitled, “Controllership, Leadership & Wimpership.”)

In addition to an independent employee survey, which can be used to identify problems, this writer also has an exercise for people to determine if they are “controllers” or “rollers,” as well as a leadership exercise (“H.E.L.P.” – Hadinger Exercise in Leadership Potential) that has a companion version for subordinates.

The essence of the H.E.L.P. exercise is that leaders are asked to rate themselves from one (1) to ten (10) on various qualities and traits of leadership, followed by their subordinates rating them in the same categories.  Gaps of two (2) points or more that reflect problems (e. g., a leader rating himself at “9” for communication skills and subordinates rating that leader at “6”) are indications of areas that may require additional supervisory training.  The results of an exercise such as this enable the development of customized coaching or training programs for supervisors.

Supervisors and other leaders will have to make a conscious effort to do the following:

  1. move away from micro-managing (if such is the practice now);
  2. consciously look for “good” things that should be recognized, while not ignoring or dismissing any shortcomings that may occur;
  3. ensure a genuine open door policy;
  4. practice good listening skills, remembering that “communication” = shared understanding;
  5. maintain upbeat, positive attitudes to set the tone for the workplace;
  6. accept and confront challenges without acting or talking as if they are threatened;
  7. be friendly and accessible, but not be buddies; and treat all people as having equal worth as persons – among other things – regardless of race, gender, age, economic status, social status or any other criteria.


At the risk of using an old cliché, “Honey attracts more flies than vinegar,” it is still true, and it still works in most organizations.  Managing by encouragement requires a total commitment to do so, while ensuring that there are no weak links, such as supervisors who are insecure and who are primarily controllers instead of leaders.  Not everyone is mentally or emotionally equipped or disposed to make this commitment voluntarily.

Employee surveys are good to start turning situations around to move toward management by encouragement, which basically amounts to treating people fairly, politely, not discriminating on any basis, and regarding all people as having equal worth as persons.

Leadership evaluations may also be required to determine changes that may be needed among leadership personnel.  Once problem areas have been identified, an organization must commit to retraining personnel to overcome shortcomings in attitudes and actions toward each other and toward subordinates.

Supervisory personnel will have to move from being controllers to being genuine leaders, and to set the tone for attitudes in the workplace.

Copyright 2010, Paul E. Hadinger, MPA

Can A Team Succeed Without A Good Leader?

June 2009


The first and immediate response to this question is usually “No.” However, there are some situations in which a team may experience success on a regular basis even though the team leader is regarded as “not the best.” How can this be? At least six factors can make this possible, whether prevailing alone or in concert with other factors.

Factors That May Allow for Success Without a Good Leader

  1. Most or all of the team members like the leader as a person, while knowing that the head of the team is struggling to be a real leader, makes bad decisions from time to time, or has other shortcomings as a leader. (Caveat: This does not mean that a team leader should go out of his or her way to ingratiate himself or herself with team members by frequently catering to them, showing favors or by other means. This item pertains to a team leader whose conduct, consistency, personality, fairness and related factors earn him or her loyalty and respect from the team.)
  2. Team members have the maturity to do their jobs as they are supposed to be done, recognizing that they are there to do their jobs as responsible adults.
  3. Team members are in a situation in which they are operating on an incentive basis for quality performance and they are motivated by the nature of the incentive(s) (e.g., special perks, financial bonuses).
  4.  Team members fear job loss if they perform poorly, and therefore perform well to keep their jobs.
  5. Team members have internalized organizational goals as their own because of their passion for the organization; their passion for their jobs; because of excellent training; because of their awareness and assurance of the consistent, pro-active stance of organizational leadership; or some combination of these or related factors.
  6. Team members feel “led” and free to do well, rather than “controlled” and constrained by micro-management, a practice that is typical of (insecure) control-oriented people.

Other considerations could prevail in addition to those listed above, but the foregoing illustrates situations in which team success can occur in spite of who the team leader is or how that person functions as a “leader.”

Can A Team Succeed Without Harmonious Working Relationships Among Team Members?

Calling a group of people together and then telling that group that “You are going to be a team….” does not necessarily result in having a “team” that works together well. Obviously, selecting the right people, proper training and time are required for this – at a minimum.

It is possible to assemble a group of people who are friends and who get along well socially, but who still don’t operate as a team on the work floor. Why? Each member has a different attitude toward work, the company and personal responsibility, based upon a host of background factors. Members will vary in confidence levels, competency levels, efficiency, work quality, cognitive skills, technical skills and more. They will also vary in the amount and types of “baggage” (negative factors that can affect attitude, performance and work relationships) that they bring to the job from childhood and adult personal experiences, and from other jobs that they have held.

Without addressing the foregoing factors for the moment, how critical to team success is the existence of harmonious relationships among team members? Can a team meet or exceed team goals without harmonious relationships existing among most of the team members? Yes.

It would seem that, if enough people on the team have enough individual maturity and if enough people on that team have sufficiently perceived the benefits to be realized from achieving team goals, along with other factors noted in the previous section, the lack of harmonious relationships may not be an impediment to team success. These considerations contain the implicit assumption that other requisite skills are available to complete team tasks at an acceptable level of quantity and quality and on a timely basis.

Attempts to force team members to “get along with each other” can end up being counterproductive to team efforts and achievements. The strength of the resentment against this may reduce cooperation among individuals and damage relationships between supervisory and subordinate personnel. This will undermine the potential for team success. “Getting along” is not nearly as important as “getting the job done.”

If team members can look beyond personal differences among themselves and between themselves and the team leader, they can still experience success as a team – even without harmonious working relationships among them and without everyone on the team having to feel “teamy” or “huggy” to get the job done.

Who’s To Blame When Teams Fail?

Team failures are not always or necessarily the fault of the team leader. The major “tools” of a team leader are the members of the team. If these people were not screened adequately for their qualifications (including attitudes); if they were not adequately trained; if they were not given the necessary other means to do their jobs (and other negative factors that could be named), the team leader has been handicapped in advance. For example, no team leader can pull higher levels of cognitive skills out of people than what they have.

Secondly, most testing of job candidates to determine job qualifications and competency do not measure attitudes toward work in general, attitudes toward

performing tasks in a structured environment, individual maturity and responsibility, and related factors that are critical to individual and team success on the work floor. These things must be determined largely by a review of prior work history and responsibilities, and by proper interviewing and the right interpretation of the results.

Thirdly, if top company leadership becomes excessively (or obsessively) concerned with “balance” in the work force (i.e., “balancing” genders, age groups, races, geographical origins of job applicants, education levels, education backgrounds – among other things), and does not give sufficient consideration to the work qualifications and attitudes of the potential employees, it may undermine the possibilities for team successes and, consequently, affect the bottom line.

If a team leader has been given the opportunity to select his or her own team and to train that team, then it would seem that the team leader can be held to a higher level of responsibility for team success or failure.

What If The Team Approach Does Not Work?

If – for reasons known, partially known or not known at all – the team approach is not working, the team leader may decide to abandon the team approach temporarily and do whatever is deemed necessary to meet a deadline.
This could include bringing people in from other teams on a temporary basis; authorizing overtime; and outsourcing certain elements of a project.  It could also include suspending normal working relationships and reallocating work within the team.

As soon as one or more of the foregoing is done (if, in fact, any of these things is done), the importance of the “team” concept in the eyes of the members of the team may be demeaned forever, and especially if this occurs more than once as a last-minute measure to avoid impending failure.  If that is the case, it may be time to retrain the team leader; replace that person; retrain team members; and/or change the make-up of the team.


All team members do not have to be “huggy-happy” with each other in order for a team to achieve or exceed its objectives.  Team members may perform well because of good attitudes toward accepting responsibility, because they like their leader, because they have incentives to do well, because they fear job loss, and possibly because they have internalized company goals and they feel unhindered in their jobs.

Company leaders can sometimes undermine team success in advance by shortcomings in recruiting, screening job candidates, reference-checking, orientation, training and the selection of team members.

If the team approach does not work, companies will have to incur additional costs to make up for this, and, in the process, they may undermine the value of the team approach to achieving objectives.  In some cases, the team leader may have to be replaced, the team make-up may have to be changed, or both.

Survey Sense

No, this is not a survey of “sense,” but an introduction to the nature and purposes of surveys that can be conducted by or for businesses and other organizations.  In this case, the surveys in question pertain primarily to those that are conducted to ascertain the attitudes of people at work or in other situations, such as while attending a church or a synagogue or while working for non-profit organizations or other entities.

One of the most basic considerations in any survey is this:  Any organization should know what it wants to know before it conducts a survey so that it will know what to ask, as well as how to ask something.  The second is this:  It must know how to analyze the data that it gets from the survey.

Many large companies, as well as many consulting organizations, have their own versions of employee surveys, most of which have evolved over time until the “ideal” generic survey is deemed to have arrived.  At that point, such a survey becomes the “standard” that is generally used without much variation.

However, generic surveys are just good starting points or foundations for  organization-specific surveys.  For example, a survey of employees of a service organization will not cover all of the things that need to be known about employees in a manufacturing plant.  Other examples could be cited as well.

Again, for best results, a company should decide what it needs to know before conducting a survey, and then modify a generic survey to provide needed information.  If such is not available, the company should use qualified personnel to develop an appropriate survey.

Companies that are large enough to have their own HR departments often have their own in-house surveys that they conduct from time to time.  These are convenient, but not necessarily as objective as they should be or could be.  When objectivity starts to go, so does validity.  Company leaders who are astute and who desire to maintain the integrity of in-house HR departments and their surveys will utilize outside consultants from time to time to check on the validity of in-house surveys.

Conducting a survey amounts to far more than handing out forms with questions to be answered and then adding the number of responses in each category in order to calculate a positive:negative ratio or some other measure.

Touched By Love

[vc_row][vc_column width="2/3"][vc_column_text]

Has your Life Been “Touched By Love?”

Batesville, Mississippi – If you don’t believe that you have ever been “Touched By Love,” it may be because your life has been full of love from young to old – perhaps with such “touches” not being very apparent to you or just being taken for granted. It might also be because you do not feel worthy of love and that you find ways to reject or ignore it. And, it may also be because your relationship with God – or the lack of it – has, for the moment, made you less sensitive to “Touches of Love” from God.

For those who have been without a “full cup” of love for much of their lives, even seemingly small kindnesses, acts of graciousness and otherwise unexpected, uplifting events or words are recognizable as being special “Touches of Love” allowed or wrought by the hand of God.

Sylvia Hadinger’s book, Touched By Love, shows various ways in which God has touched her life through people and circumstances that God has allowed to come into her life. It also shows how being sensitive to God’s call and direction were instrumental in knowing when and how God touched her life.

Reading this book cannot but help others to begin to reflect upon ways in which God has touched their lives as well. It will assist all readers in becoming more sensitive to what God may be attempting to accomplish in their lives.

Profits from the sales of TOUCHED BY LOVE are earmarked for missions and Bibles.[/vc_column_text][/vc_column][vc_column width="1/3"][vc_column_text]

Book Cover for "Touched By Love"

Touched by Love

By Sylvia Hadinger

$9.95 plus $3.00 for shipping/handling
Mississippi residents add 7% sales tax.[/vc_column_text][/vc_column][/vc_row]

Saving Money Sensibly

[vc_row][vc_column width="2/3"][vc_column_text]

Move From “Bucks For Bondage” To Stress Relief!

This book is unlike any other “money-saving” book that you may have read. After changing your thinking, beliefs, attitudes and activities, it provides some very practical “Why didn’t I think of that?” ways to cut cost and save money.

You will learn how the advertisers and their commercials have smoothly converted “wants” to “needs,” digging deeper into your pockets while you held them open.

After reading this book, you will have the opportunity to “win a few” against the “big boys” and the “big girls” who have been talking you into things that you didn’t need and out of hard – earned money that you need more than they do.

Many retailers, insurance companies, telephone companies, advertisers and salespeople will hate this book! Why? Their tactics, cover-ups, “word games” and “con games” that they use in their “bucks for bondage” campaigns to empty your wallet for their benefit will be exposed!

This book is your start for financial freedom, flexibility and your chance for STRESS RELIEF. You will get the tools, the steps and a new way of thinking about handling money that will give you “more money and more fun”

The immediate and lifetime benefits of the ideas in this book can amount to thousands, tens of thousands, and perhaps hundreds of thousands of dollars for you. You can do this by making just a few changes here and there that save or make you money instead of cost you money.

…the investment in the purchase of this book will be recouped in a matter if days simply by putting some if the suggestions into practice.

–John Howell, Jr.

[/vc_column_text][/vc_column][vc_column width="1/3"][vc_column_text]Book cover for "Saving Money Sensibly"

Saving Money Sensibly

By Paul E. Hadinger

$17.95 plus $3.00 for shipping/handling
Mississippi residents add 7% sales tax.[/vc_column_text][/vc_column][/vc_row]

Controllers & Rollers: Do You Control Or Roll?

[vc_row][vc_column width="2/3"][vc_column_text]Do you control or roll in relationships at work, home and elsewhere?

As one reviewer said,

“…most readers will see themselves, friends and relatives as they read the characteristics of these two personality types.”

Controllers & Rollers: Do Control Or Roll? gives readers insights into why and how they talk and act as they do in relationships at home, work and otherwise.

The oft-destructive behavior of controllers and the negative responses of rollers, who usually give in during most confrontations with others, will help readers to assess and adjust their own counterproductive behaviors toward the end of living more productive and happy lives.

What sets Controllers & Rollers apart from other books that deal primarily with control-type personalities is that this book gives attention to the roller in the equation. It is also a self-help book written in plain language to reach all levels of people socially, educationally and professionally. Defensive responses of rollers to offensive tactics of controllers are reviewed.

Controllers & Rollers provides insight into why some have a “need” to control others. It makes a clear distinction between controllership and leadership. In the business world, this book will have a definite impact on CEOs, managers, supervisors, human resources directors and employees in general, where performance improvement efforts often fail when control is confused with leadership. This has a very negative effect on communication, productivity and profits.

Paul Hadinger explains how and why – starting with some basic similarities – controllers and rollers begin to go separate directions through childhood experiences that often leave them marked, scarred and channeled toward being controllers or rollers. He draws upon his own experiences not only as a husband and father, but as a manager with proven success in turnaround management; as a consultant to the private and public sectors in the human resources area; and as a youth leader and adult teacher.

Beginning with how and why people become controllers or rollers, Hadinger presents the strengths, fears, self-deceptions, characteristics, positive and negative points, types of controllers and rollers and how they interact with each other at home, work and elsewhere. He concludes with some practical self-help steps for both controllers and rollers to improve their relationships with others.

The author has written and presented seminars here and abroad and has taught at the university level. He has also written and published books on politics, entrepreneurship and finances, as well as articles on management, human resources and performance improvement. He is the recipient of numerous public relations awards.[/vc_column_text][/vc_column][vc_column width="1/3"][vc_column_text]

Book Cover for "Controllers & Rollers - Do You Control or Roll?"

Controllers & Rollers

By Paul E. Hadinger
$14.95 plus $3.00 for shipping/handling
Mississippi residents add 7% sales tax[/vc_column_text][/vc_column][/vc_row]